Suchergebnisse

This paper seeks to determine whether the implementation of a generic competitive strategy (Porter, 1980) reflects variations in the competitive variables of customer price sensitivity and product differentiability, and whether tailor-fitting business strategy to the competitive environment is associated with a higher level of financial performance. Data on 59 companies cross-listed in the Compustat financial data base were obtained from a content analysis of Fortune and Business Week articles during the period 1983-1984. The data partially support the expectations from the Strategic Planning Associates (SPA) matrix, particularly those defining the determinants of differentiation and cost leadership. The findings further suggest the value of an environment/strategy fit to improving the firm's financial performance, particularly its long-term earnings growth.

Whether a change in the composition of top management reflects the
magnitude of a company′s strategic change, and whether this fit between
strategic change and top management change is related to organisational
effectiveness are discussed. Data were yielded by a content analysis of
1981‐82 Business Week articles on 106 US business organisations.
It is suggested by the findings that top management change follows a
strategic change when the latter involves a change in both the
firm′s grand strategy and its strategy‐making orientation.